Organizational life today is beset by demands for accountability: from health care and banking to humanitarian aid and higher education, there is a clamor to demonstrate and document effectiveness. This progressive rationalization has seen scientific practices of evaluation and managerial concepts of efficiency move into voluntary and charitable domains. The hesitant embrace of performance metrics in the U.S. nonprofit sector is an example of this recombination of practices.

Organizations in the interstice are the center of the debate over social impact, recombining concepts and building new frameworks. These maps show that organizations at this interface are the engine driving the merging of the formerly separate domains of science, management and civil society. With a reach extending into far corners of different worlds, interstitial organizations enroll participants in a debate on nonprofit performance that while presently heterodox is also compulsory.

Update

An interactive version will be available with the next update. If you sign up for our newsletter, we will inform you about updates.Sign up here